text:
School of Education and Human Services
Jeffrey Lindauer, Ph.D., Dean; Nancy Wallace, Ph.D., Associate Dean & Director of School and Community Partnerships; Laura Moeller, Data and Credential Specialist.
Mission Statement
The faculty of the School of Education and Human Services (SEHS), in concert with our candidates, school/community partners, alumni, and the community, seek to prepare highly effective, socially committed professionals who value the Jesuit traditions demonstrated through their own cura personalis, work towards social justice, and leadership through service. The mission of the unit is to prepare professionals who possess content, pedagogical, and professional knowledge; use their gifts in the service of others; and demonstrate professionalism and leadership in their field.
All initial teacher preparation and all advanced preparation programs in the School of Education and Human Services are accredited by the Council for the Accreditation of Educator Preparation (CAEP), the standard of excellence in teacher education.
Master of Science (MS), Master of Science in Education (MSEd)
The School of Education and Human Services offers graduate-level programs leading to the master of science (MS) or the master of science in education degree in a variety of fields.
- MSEd in Adolescence Education (Grades 7-12) (Initial or Professional)
- MS in Applied Nutrition (online only)
- MSEd in Business and Marketing Education (Grades K-12) (Initial or Professional)
- MS in Childhood Education (in conjunction with Special Education)
- MS in Clinical Mental Health Counseling
- MS in Community and School Health (online only)
- MS in Counselor Education
- MSEd in Differentiated Instruction
- MS in Educational Leadership and Supervision (online only)
- MS in Educational Technologies and Emerging Media (online only, may include certification as Educational Technology Specialist)
- MS in Health and Human Performance
- MS in Health Information Technology (online only)
- MS in Higher Education and Student Affairs Administration
- MSEd in Literacy Education (available either on campus or online)
- MSEd in Physical Education (initial certification, online only)
- MS in Respiratory Care (online only)
- MSEd in Special Education (Students with Disabilities)
- MS in Sport Administration (available either on campus or online)
- MS in Sport Product Development (online only)
- MS in Teachers of the Deaf and Hearing Impaired (Deaf Education)
- MS in Teaching English to Speakers of Other Languages (TESOL) (online)
- MS in Teaching Students with Disabilities (childhood or adolescence)
Advanced Certificates
The School of Education and Human Services also offers several graduate level Advanced Certificate Programs including:
- Bilingual Education
- Counselor Education (School or Community Mental Health Bridge, Permanent Certification)
- Education Technologies and Emerging Media (online only)
- Middle Childhood (Grades 5-6 or 7-9 Extension Only)
- School Building Leader (online only)
- School District Leader (online only)
- Teaching English to Speakers of Other Languages (TESOL)
Instruction in Child Abuse; Prevention of School Violence; Dignity for All Students, Fingerprinting
New York State requires that all persons applying for an initial or professional certificate or license in the areas of administrative or supervisory service, classroom teaching service and school service complete two clock hours of coursework or training on the identification and reporting of suspected child abuse or maltreatment. In addition, all new candidates for certification must attend a mandatory two-hour course on the prevention of school violence and a six hour course on dignity for all students and must also submit fingerprints for law enforcement clearance.
Degrees are awarded three times a year:
- August 31st for students completing their degree requirements during the summer;
- February 1st for students completing their requirements during the fall semester;
- and at the annual commencement program in May on the date designated in the College's academic calendar.
All students, regardless of when the requirements are completed (May, August, or December), must file a Request for Diploma form with the associate dean in the School of Education and Human Services. Students should contact that office regarding the deadline dates for such requests.
Conceptual Framework
Canisius' teacher preparation programs focus on knowledge, service, leadership and professionalism, the foundational tenets of our conceptual framework. Academic programs offer candidates the content, pedagogical and professional knowledge, skills and dispositions necessary for quality performance in their field of study. Candidates will demonstrate the ability to reflect on their instructional practice, apply knowledge, exhibit skills and develop dispositions essential for success in P-12 schools. In coursework and in practice, candidates will display a clear understanding of the historical, philosophical, sociological, legal and psychological bases of education and educational policy. Candidates must be committed to the education of the whole person and to the belief that all individuals can learn. Within the contexts of their work, candidates promote authentic learning, social and emotional development and a commitment to service and social justice in environments that foster respect for diversity and the dignity of all. Candidates are encouraged to participate in the urban community in which the college is located and, through a variety of field experiences and service-learning opportunities, to interact with an ethnically, racially, culturally, religiously and intellectually diverse population. Collaborative projects allow candidates to learn from others, develop a professional orientation and assume positions of responsibility and leadership. Candidates develop the ability to reflect thoughtfully on their experience in order to guide professional development and to improve practice and are encouraged to join professional organizations and actively participate in professional conferences.
Central to our conceptual framework is a symbol of infinity, representing four interrelated and evolving characteristics: Knowledge, Service, Professionalism, and Leadership. These elements are situated within the overarching Ignatian vision and Jesuit educational principles. These values include:
- Cura personalis, concern for individuals, and desire to educate the whole person;
- Magis, or seeking the greater good, striving for excellence and desire to have our candidates reach one's full potential;
- Sharing one's gifts in the service for and with others in the pursuit of social justice;
- Contemplation in action, that is being a reflective learner & educator striving for ethical decision-making and mindful creative solutions to today's issues in Education.
To this end, with a vision of P-16 partnership, we strive to engage our students in their chosen field of study. As stated by Rev. Peter-Hans Kolvenbach, S.J., Superior General of the Society of Jesus (2000), "Students, in the course of their formation, must let the gritty reality of this world into their lives, so they can learn to feel it, think about it critically, respond to its suffering and engage it constructively" (p. 8).
Performance Outcomes
Performance outcomes aligned with knowledge, service and professionalism, and leadership are:
- Knowledge
The acquisition, creation and dissemination of knowledge is a continuing, transformational process.
Knowledge Outcomes
The competent professional:
- Applies theory and research in practice.
- Applies effective teacher/counselor/administrator principles.
- Demonstrates appropriate dispositions, emphasizing student responsibility for behavior and achievement.
- Service
Each individual has gifts and talents that should be developed to the highest level.
Service Outcomes
The competent professional:
- Is committed to diversity, equity and social justice.
- Has a sense of purpose and power, and in all endeavors works for the benefit of all learners in their respective human service professions.
- Demonstrates appropriate dispositions:
- Enthusiasm toward content/subject areas
- Appreciation of social/cognitive/emotional development for all learners
- Appreciation of human diversity
- Values development of students' critical thinking
- Engages in comprehensive and collaborative planning that meets curricular goals
- Commitment to utilizing assessment information to inform decisions
- Professionalism/Leadership
Each individual has an obligation to improve the world in which they live as advocates for social justice and through a dedication to education as a vehicle for positive social change.
Professionalism Outcomes
The competent professional is:
- An effective communicator.
- A reflective practitioner.
- A lifelong learner.
- Demonstrates appropriate dispositions:
- Values and utilizes effective communication techniques in professional settings
- Is committed to, and actively seeks out, opportunities to grow professionally
- Is committed to advocating for the well-being of children and families
- Leadership
Each individual applies knowledge, skills, and dispositions in such a way that they positively impact the performance and outcomes of those they teach or serve.
A competent professional:
- Is skilled at using outcome data to assess the effectiveness of their own professional practice.
- Seeks to improve their practice with the goal being to positively impact student learning.
Men and women of character, ability and achievement are welcome in the graduate education programs at Canisius College. Their acceptability is judged by the department and is based on achievement, aptitude and character alone.
Applicants for admission to graduate work in education maybe accepted as matriculants (master's degree candidates) in a particular program, or as non-matriculants. Except in unusual cases, non-matriculants may take no more than 9 credit hours before matriculation is required.
Admission Procedures
All applicants for admission to a graduate program must submit:
- One copy of official undergraduate transcripts indicating the receipt of a baccalaureate degree from an accredited institution of higher learning
- Two personal letters of reference
Graduate Application
Non-Teacher Education Applicants
Admission will require a 2.70 cumulative undergraduate GPA. Applicants who have an undergraduate GPA below a 2.70 may be required to meet additional requirements in order to provide evidence of their ability to be successful in graduate studies. These requirements may include a personal interview, and the GRE, GMAT, or MAT. Canadian and other international applicants must provide a completed Certification of Finances form.
Teacher Education Applicants
Admission for matriculants prior to fall 2015 will require a 2.70 cumulative undergraduate GPA. Applicants who have an undergraduate GPA below a 2.70 may be required to meet additional requirements in order to provide evidence of their ability to be successful in graduate studies. These requirements may include a personal interview, and the GRE, MAT, or ALST. Canadian and other international applicants must provide a completed Certification of Finances form.
Effective for fall 2015 matriculants, admission will require a 3.00 cumulative undergraduate GPA. Applicants who have an undergraduate GPA below a 3.00 may be required to meet additional requirements in order to provide evidence of their ability to be successful in graduate studies (ie. personal interview, additional coursework, etc). Applicants will also be required to complete the GRE, MAT, or ALST with scores in the top 50th percentile. Canadian and other international applicants must provide a completed Certification of Finances form.
Transfer Credits
No more than six credits of graduate coursework will be accepted in transfer from other institutions. The grades must have been at least "B" and must have been earned within the five-year time limit for completion of degree requirements. All transfer credits must coordinate with the candidate's program of study at Canisius College, as approved by the program director. Any exceptions to the above may only be made with the approval of both the program director and the associate dean.
Credit by Examination
Individuals who are applying for admission or who are presently in attendance may obtain credit for previously completed examinations sponsored by the College Level Examination Program (CLEP) of the College Entrance Examination Board (CEEB) or by the New York State College Proficiency Examination Program (CPE). The minimum acceptable grades for these exams are "Pass" for exams graded Pass/Fail and "C" for exams with letter grades. On exams graded on a standard score scale of 20 to 80, the passing score varies from 40 to 50 depending on the subject area. Candidates must consult with the associate dean for permission to use any credit by examination toward their graduate degree or certification requirements.
Portfolio Development
In designated courses throughout the program of study, candidates will complete specific assignments which reflect the conceptual framework of the School of Education and Human Services and the standards established by specialized professional associations and, for teacher candidates, the principles of the Interstate New Teacher Assessment and Support Consortium. These assignments, which include both content and reflection components, must be assembled into a portfolio which will be evaluated at specific transition points throughout the program and must be successfully completed prior to graduation.
Assessment and Continued Progress
Through the assessment system performance is evaluated at four transition points, providing candidates with ongoing and integrated feedback on their progress. The four transition points are:
- program entrance
- prior to Clinical Practice
- after Clinical Practice
- before graduation
Transition to each successive level requires successful performance on all measures described at the transition point. The faculty review the progress of each candidate and, if deficits are noted, a plan is developed to address and remediate any shortcomings. Candidates who consistently do not meet program expectations may be counseled out of or dismissed from the program. The development and exhibition of dispositions appropriate to teaching all children is a requirement of all Canisius teacher preparation programs. Candidates who demonstrate an unwillingness or inability to act in a mature, respectful and professional manner will be prohibited from participation in field experiences, including student teaching and may be counseled out of or dismissed from their program.
Probation and Disqualification
Receipt of a grade of "F" will result in probationary status. A second grade of "F" will automatically disqualify a candidate from the master's degree program. A candidate whose grade point average drops below a 3.00 will be placed on probation and will be dismissed from the master's degree program if their overall grade point average is below a 3.00 in two consecutive terms.
Time Limitation
A candidate must complete all master's degree requirements within five years. Exceptions to this policy must be approved by the chair of the appropriate program as well as the associate dean.
Teacher Certification
To obtain initial teacher certification, candidates must pass the examinations required by the New York State Education Department (NYSED). These include the Educating All Students Test (EAS), the educative Teacher Performance Assessment (edTPA), and the Content Specialty Test (CST). As required by the New York State Education Department, the pass rates for Canisius College on the New York State Teacher Certification Examinations can be found on the the outcomes page of the Institutional Research and Effectiveness webpage.
For the professional certificate, candidates will need additional professional development, three years teaching experience, and the completion of an appropriate master's degree within five years. Contact the New York State Education Department for additional information.
All Canadian (Ontario) students will be required to actually obtain New York State certification before the Ontario College of Teachers (O.C.T.) will issue a teaching credential. This policy is consistent with Ontario's 'long standing' policy that if a person leaves the province to study to become a teacher, that person must complete and obtain certification in the jurisdiction in which he or she studied. Ontario students will follow the same procedure as U.S. students in applying for certification, including fingerprint clearance.
Dual citizens (U.S. and Canada) are required to first obtain New York State certification before receiving Ontario certification. Also, candidates applying for New York State certification must possess either a 4-year bachelor's degree or a master's degree to obtain New York State certification. Holders of a 3-year bachelor's degree must complete the entire Master's program before New York State will issue teacher certification.


text:
On the right I have added the list of Carnegie Award books for 2007.
First post….
So I have decided to start a blog for the website just to keep track of what I am doing with the system for worldwide Teen Librarian domination.
Big news is that the newsletter (Teen Librarian Monthly) is a year old this month. I had hoped to redesign the title header but that will have to wait.
How well do you know your edgy teen fiction? – Answers
1 Burke and Hare.
2 Worked in a Private Investigator's office.
3 Ethiopia.
4 Robert Cormier.
5 Ty.
6 Cockroach.
7 A letter to my captor.
8 Robinson Crusoe.
9 Whoopi Goldberg.
10 The main characters in his novel 'Doing it' – Ben, Jonathan and Dino.
11. They have all been banned or challenged in American libraries.
12 Hayling Island.
13 Huntingdon's Disease
14. Tossing a coin to make decisions.
15. Belfast
16 Patrick
17 Her sister
18. Leicester
19 Mr B
20 A snowflake tattoo

subset: commoncrawl


text:
28 May 2015
May 28, 2015
The Do's and Don'ts of Social Media
Social media can be simple in some aspects, but managing a business page can be difficult. Here are our top 10 do's and don'ts […]
26 August 2014
August 26, 2014
Tone of Voice on Social Media
Why perfecting your business' social image & tone of voice is important Finding the right tone of voice for your business is very important, […]
1 April 2013
April 1, 2013
An Overview of the New Pinterest Web Analytics
If you're a Pinterest user, chances are you received an exciting little email a week or so ago announcing the launch of Pinterest Web […]
30 November 2012
November 30, 2012
Pinterest as a marketing tool
Really? Yes really! You may or may not be surprised to hear that Pinterest is the 3rd largest social networking site after Facebook and […]


text:
The BSA Emergency Room provides every child the special attention they deserve. The BSA Team is a dedicated to providing a variety of services and support to ease worry for both parent and child.
The newly redesigned BSA Emergency Room includes a Fast Track, specifically designed to care for minor emergencies in a comfortable, convenient setting. The Fast Track is not a walk-in clinic, but rather an expansion of the Emergency Department, designed to care for less critical emergencies.
All patients presenting to the Emergency Room will register at a single location, assessed by a registered nurse and directed to the appropriate destination. Patients with less-urgent issues such as the flu, lacerations or rashes will be put on the "express lane" to the Fast Track. Critical patients will be taken to the Emergency Room. Separating critical and less critical patients will result in less wait time and an even higher level of care. If your injury or illness ends up being more extensive, all the resources of a full Emergency Department are available to you.
For non-life-threatening emergencies, BSA Urgent Care Center has been providing excellent care for more than 25 years. Conveniently located at Bell and 45th Street, extended hours until 10 p.m. makes us more convenient than your ordinary doctor's office. With digital X-ray and minor surgical capabilities as well as an in-house lab, the BSA Urgent Care Center offers treatment for broken bones, sprains, infections, burns, cuts, flu and more.


text:
When you break it down, winning remodeling jobs involves a relatively simple process: You first have to get noticed, then you need to make the right impression. Seems simple enough, right? Too bad that, in reality, this "easy" task can be so difficult. But it doesn't have to be when you have HomeAdvisor in your corner.
It's hard to make an impression if there's no one to impress. HomeAdvisor's LiveDirectory™ takes care of that problem by putting your business in front of millions of homeowners. But don't mistake LiveDirectory for a simple list of businesses. It's a "live," dynamic resource that lets you promote your services to homeowners in your local area who are actively searching for the services you offer. Homeowners know that all pros listed in HomeAdvisor's LiveDirectory are currently in business, accepting new jobs, and have verified ratings & reviews based on real customers' experiences. And unlike competing directories, homeowners get free access to LiveDirectory.
You've just overcome the biggest obstacle (being found). Now you have to convince the homeowner that you're the right pro for their remodeling project. As the saying goes, first impressions are everything. This is especially true when you're competing in a crowded marketplace where homeowners have more choices than they can process. One of the shortcuts they take to narrow their options is to eliminate pros with incomplete or inadequate profiles.
Your LiveDirectory profile is an online business card that lets you promote your services, maintain a consistent online presence, and gain an edge on the competition. Some pros make the mistake of simply listing their business name and contact info. Successful pros know that this is the one chance they have to impress potential customers.
With LiveDirectory, you have the platform to create a truly customized profile that helps you stand out from the competition. Post photos of your best remodeling projects. Display verified ratings and reviews. Advertise special offers. Your LiveDirectory profile is your chance to tell homeowners what they need to know about your business and why they should hire you. Put yourself in the homeowners position and compare a standard profile to a LiveDirectory profile. Whose profile would you notice?


text:
ENE3: "Fortunately Square Enix had no fear and took the series and gave, along with United Front Games, a new light to True Crime: Hong Kong and a new name: Sleeping Dogs, making it one of the best games of 2012."
Good review and great game!
N4G is a community of gamers posting and discussing the latest game news. It's part of NewsBoiler, a network of social news sites covering today's pop culture.


text:
Newton-Conover swimmers make history
From staff reports
Friday, February 9, 2018
Newton-Conover swimmers Ross Dant and Paul Karre made history Friday in the NCHSAA Class 1A/2A state swimming championships.
Dant made school history, becoming the first Red Devil to win a state title in swimming. He won the 500 free and 100 backstroke. He also set the 1A/2A state record in both events. For his achievements he earned the meets' "Most Outstanding Swimmer."
Karre finished sixth in the 200 free and fourth in the 500 free.
The O-N-E will have more updates in the future and in next week's edition.


text: orinfitchett 0 Report post Posted October 30, 2017 Hi all, i currently have a simulation set up where some exploding popcorn is being emitted. the initial animation has been cached out, and i've managed to set up a particle network to emit the packed geometry. however, all the popcorn instances explode at the same time. How would i go about offsetting the animations for each particle so that they explode a certain time after being emitted? Any help appreciated as always Share this post Link to post Share on other sites


text:
Patrick Crozier
I haven't yet watched Richard Wilson's programme on British railways that was on Channel 4 the other day but I'll stick my neck out and guess that it makes the following claims:
Fares are really expensive
Trains are frequently delayed
Subsidy is high
Trains are frequently overcrowded
This is all the fault of privatisation
I'm going to stick my neck out again and guess that it won't be saying any of the following:
Railways are highly regulated
Rail fares are highly regulated
The wheel-rail split is the source of many of the industry's problems and is mandated by the EU
That trains are much cleaner, brighter less vandalised and more reliable than they used to be
That many fares (restrictive as they may be) are extremely cheap
Overcrowding is a classic example of price controls causing shortages
That railways are expensive
That most of the subsidy goes to little-used rural lines
That railways are capital intensive, that it takes a long time for investments to become profitable and that franchises are typically short-term thus removing any incentive for rail operators to invest for the long-run.
Or, to put it another way, a lot of the things that get blamed on freedom are, in fact, the result of state violence.
Fares are really expensive
Trains are frequently delayed
Subsidy is high
Trains are frequently overcrowded
As someone who travelled frequently in the British Rail era, this was the case back then, which privatisation was supposed to resolve.
This is all the fault of privatisation
In fact, they were never "private"-ized, in the classic pre-BR era sense, merely moved to privately run government franchises. That's why they are still crap.


text:
I Can Key Chain Ring – Unique Gift for Fitness Enthusiast
Gift for Women Men Boy Girls!
Packing Include:1pcs key chain ring(Free jewellery bag)
Product Features
- Comes with lauhonmin jewellery gift bag!ready for giving!
- This fitness inspired keychain was designed for fitness lovers to bring motivation in a fashionable and trendy look
- Engraved Dumbbell Barbell Charm:"I Can "- Exercising improves brain performance and working out sharpens your memory!
- Color Retro Silver, Unique, and Stylish. They make great a great accessory for people passionate about weightlifting, bodybuilding, cross fit, fitness, and exercise.
- These Key chain also make a great gift. Do you have someone close to you that is inspired by fitness or is just looking for a little extra motivation? These motivational key chain are a great small and unique gift that any fitness enthusiast will love.
Click Here For More Information


text:
Chemical Guys Stuff
Here's a little run-down of the CG stuff I currently have in the garage. As you can see from the pic below, I haven't used some of it. The products I have used are the Citrus Wash & Gloss, Honeydew Snow Foam, and Synthetic Quick Detailer. The others are still awaiting their turn.
L to R: Luber (clay lube), greenCLEAN (total surface cleaner, 1:16 dilution), P40-Detailer (Carnuba-based quick detail spray + waterless carwash), Lightning Fast Stain Extractor (for extracting stains!, 1:20 dilution), Citrus Wash & Gloss (amazing hyper wash, 1 oz: 5 gallons), Honeydew Snow Foam (best foam out there, 1/2 oz: 2 gallons), NONSENSE (upholstery/carpet stain remover, 20:1 dilution), Synthetic Quick Detailer (quick detailer & clay lube), and CG-Speed Wipe (spray wax & quick detailer)
Citrus Wash & Gloss is one of my favourites. It is a potent detergent and its finish is glossy, as the name would suggest. I have used it for years.
The Honeydew Snow Foam is one of two foams I have used, and it has always impressed me. It works well in each of my foam guns. I now buy it by the gallon.
The Synthetic Quick Detailer is a decent detail spray. I have to admit I enjoy the bubble gum scent of it. I use a variety of different detail sprays from a variety of manufacturers, and I probably won't order a replacement bottle when this one's done. I'll stick with my Griot's Garage Speed Shine for light spray details, and my Griot's Garage Spray-On Car Wash for the dirtier occasions.
I have yet to use the Speed Wipe, Luber, and P40. And, that's the thing with Chemical Guys, they produce such a vast array of products that you inevitably end up with more than one product that do the same job. I wish they had a more cohesive logic to their line up.
As for the other products, I am going to make more of an effort to get them into the rotation. My car doesn't ever get to the point where I need a product like the Stain Extractor, NONSENSE, or greenCLEAN, but I have a plan to do some details for friends in the Spring, so that should give me a chance to put them to the test.
Leave a Reply.
Who is Rick?
I'm just a guy who loves his garage, Audi, and detailing so much he blogs about them.
RAD Friends
QuickJack USA
Auto Obsessed
Geoff Wilkings Photography
Tire Rack
Glenmore Audi
Space-Ray Heaters
RaceDeck Garage Floors
Trek Bicycles
Enthusi-Works Signs
Jay Leno's Garage Advanced Vehicle Care
OBSSSSD Premium Products
Creative Door
Thompson Graphics Ltd.
TSW Wheels
My Flickr Page
August 2018


text:
Orly Airport official code is ORY, and it is situated approximately 14km / 9 miles south of central Paris. The airport covers a vast area of land, about 3,700 acres or 1,500 hectares in size. The easiest way to get to the airport from Paris city centre is by using the A6 motorway (Autoroute du Sud) or the National Route 7. Orly is positioned near to Antony, Athis-Mons, Massy and Vigneux-Sur-Seine.
Orly has two terminal buildings (West and South), which are linked by a complimentary shuttle train. It used to be Paris' main airport before Charles de Gaulle was built. Most of the international air traffic moved to this larger airport. Regardless of this fact, Orly is still one of the busiest airports in France for domestic traffic. It is rated as the second busiest airport overall, in terms of departing passengers in France. Each year, Orly serves more than 25 million passengers. It is at a more convenient location than Charles de Gaulle, especially if you are already on the Left Bank of Paris.
The authority of Aéroports de Paris is responsible for the management, as well as Charles de Gaulle, Le Bourget and some of Paris' smaller airports. Airlines have flights to cities in Europe, Africa, the Middle East, North America and the Caribbean. Airlines departing from the South Terminal are mainly long-distance flights, while from the West Terminal, mainly flights with shorter distances. Some of the airlines in operation include Air Europa, Air France, Deutsche Lufthanse, American Airlines Cargo, Egyptair and British Airways.
Orly was first opened in 1932 with the original name of Villeneuve-Orly. It was built as a secondary airport to Le Bourget.
During the Second World War, the airport received much damage to it's runways and buildings due to bombings by The Royal Air Force and the United States Army Air Force. In August 1944, the airport was completely repaired by the U.S. Air Force and was then used as tactical airfield A-47. P-47 'Thunderbolts' were flown by the 50th Fighter Group until September. It was then used by liaison squadrons until October 1945.
The United States Army Air Force primarily used the airport until March 1947. In January 1948, the airport was commercially re-established to serve the city of Paris. Control of the airport was returned to the French Government.
Where the airport tarmac is today, used to be grazing for sheep back in the 1930's! The National Route 7 to the airport was built in 1938. Today, there are 220 check-in desks, 72 gates and 65 air bridges.
The airport and parking areas are well equipped for disabled passengers. Extra assistance for handicapped persons is offered by the welcome desks in both terminals. There is an art gallery on the 4th floor of the South Terminal, and on the 2nd floor (Mezzanine) in the West Terminal for visitor's perusal. As in all major airports, Orly has extensive shopping opportunities, restaurant facilities and other areas of entertainment for adults and children.
A fully equipped business centre is available in Orly West, and there are banks and many ATMs situated throughout the terminal building. Also car hire services delivered by Hertz Orly are available.
Orly is the ideal arrival location for the city of Paris, and the many outstanding attractions that can be enjoyed in the area.
Please find below a selection of Airlines, Destination and approx flight times.
Air France, easyJet and Iberia are the busiest airlines companies that fly and cover the majority of the destinations Air France is the most frequent with around 1,258 flights a week out of a total of 3060. Of all the destinations from Orly, Air France covers 41%. Blagnac, Côte d'Azur International, Marseille Provence, Mérignac, Montpellier Méditerranée and Barajas being the most frequent destinations.
You can see below a selection of nonstop flights covered with approximate times
If you require a hire car when arriving you will find a good selection of popular companies situated in the Arrivals lounge or close by. Please be sure to bring a valid driving license if you intend to hire a vehicle. With so much choice of car hire Orly it may be wise to book online before you arrive as there is limited choice of vehicles at certain times of the year.


text: I'm sure there's an answer to this question somewhere, but I have looked and I can't find it so here goes. I know when I update the firmware on my M3 I have to patch my ROMs with the latest GM, but my question is, do I have to patch clean ROMs or is it possible I could just re-patch ROMs that were patched by earlier GMs? (I haven't updated my M3 in a VERY long time) Any help will be much appreciated


text:
Understanding justice from the victims' perspective to outline dilemmas societies in transition face in accessing justice after conflict.
Examining Cameroon's linguistic and cultural divide left in the wake of two withdrawing colonial powers.
Examining the circumstances under which the UNSC can refer cases to the ICC, using Darfur as a case study.
How the youth of the nation can be key agents for social change, peace, economic development and technological innovation.
A comparative review of South Africa and Kenya's attempts to curb hate speech through legislative means.
Exploring alternate approaches to address the threat of terrorism that minimise human suffering.
Exploring possible solutions to Nigeria's humanitarian crisis in the wake of Boko Haram's violent insurgence.
Examining how the DRC's mineral wealth influenced the outcome of the country's 2003 armistice agreement.
Detailing the Danish Demining Group's "people-centred" approach to border management in Africa.
How mediation between the Frelimo government and Renamo resistance forces could curb Mozambique's escalation of conflict.
Evaluating the governmental and sociological impacts of Kenya's National Police Service Act.
Re-examining the basic theory of national and social developmental, using Kivu's hydroelectric developments as case studies.
New leadership within the UN and AUC presents an opportunity for the organizations to strengthen their relationship.
Examining why many elections in African democracies culminate in violent conflict.
Comparing the African Union and European Union's ability to respond, understand and mitigate conflict situations.
Determining the limits of statebuilding processes without concerted efforts to simultaneously build the nation.


text:
Clever functionality
Form follows function – the CESAB R100 is a practical easy to operate reach truck which is designed to deliver high manoeuvrability, reliability and safety to materials handling operations.
The CESAB R100 makes maximum use of clever ergonomic design. Adjustable floor height, control consoles and seat allow the truck to be tailored to the person behind the controls, because a comfortable operator is a more productive operator.
Compact design, high performance
The new CESAB R200 range was created in order to deliver exceptional productivity to materials handling operations in potentially confined workplaces.
The sleek, slim design makes it perfect for demanding situations which require high levels of productivity and applications such as block stacking and drive-in racking.
High intensity models
The CESAB R300 range is guaranteed to deliver outstanding productivity from the first day and for many years to come. Every aspect of every model in the range has been developed to raise productivity to new and even greater heights.
A comfortable and safe driver is a productive driver. So in order to get optimum productivity from the person behind the controls, comfort and ease of operation have been built into every aspect of the CESAB R300's ergonomic design.


text:
Organization for the Prohibition of Chemical Weapons (OPCW) Director-General Ahmet Üzümcü welcomed a International Relations and Cooperation of the Republic of South Africa minister, Maite Nkoana-Mashabane, for a meeting on Tuesday.
During their meeting, the two discussed the support that South Africa has provided for the OPCW's program in Africa. The director-general noted the country's contributions to the continued implementation of the Chemical Weapons Convention (CWC). Nkoana-Mashabane was informed of progress that has been made in reaching goals outlined in the convention. They also discussed measures that would benefit cooperation between the OPCW and South Africa.
"South Africa recognizes that the work of the OPCW, coupled with full, effective and non-discriminatory implementation of the Chemical Weapons Convention, will contribute tremendously towards its universality and international peace and security," Nkoana-Mashabane said.
The meeting took place at the OPCW headquarters, located in The Hague, Netherlands.
The CWC is an international treaty that prohibits activity relating to chemical weapons, including stockpiling, development, deployment and research into weaponization of chemicals. The OPCW is the primary enforcement organization and will take on fact-finding missions regarding apparent violations. The OPCW also holds regular training courses on a regional basis in multiple areas, including legal frameworks for the CWC, implementation, chemical safety and response and others.


text:
$35.00View Product
Redback is a specialty coffee roaster that is passionate about delivering exceptional coffees to customers. They have a constant and unrelenting focus on selecting, blending and craft roasting the world's most exceptional coffees.
Hong Kong trail runners will be familiar with Redback Coffee from local races.  LBC is proud to support local brands such as Redback Coffee by having it available in our shop.
Scottie Callaghan, local trail runner and Lantau resident, directs Redback's craft roasting and coffee operations. He has researched, selected, cupped, blended, measured and carefully roasted coffee for the last 10 years. These are his coffees, and he stands behind their quality and blend stability.
$120.00View Product
RUNIVORE, presents the Chia on a Date Superfood Bar, an energy bar that is natural, healthy, tasty and powerful – the best of four worlds.
$25.00View Product
MagC is a balanced calcium and magnesium supplement drink with vitamin C.
$300.00View Product
Clif Bars keep your energy up with a combination of great taste and organic ingredients.
$25.00View Product


text:
Cave Conservancy Foundation Scholarships The Foundation has offered undergraduate and graduate academic scholarships since 1997. Over the years approximately $400,000 has been awarded. The following announcement can be found at:://www.caveconservancyfoundation.org/ CAVE CONSERVANCY FOUNDATION 2016-17 GRADUATE AND UNDERGRADUATE FELLOWSHIP AWARDS The Cave Conservancy Foundation will award a $5,000 Undergraduate, a $5,000 M.S. Graduate, and a $15,000…Read more
Water Quality Grant Application
Very little is known about the water quality coming from the various conduits within the North Florida cave systems. Previous research suggests that that there is differing water qualities coming from separate conduits located within each cave system. Utilizing a cost effective and unique design, we have put together a package of basic sensors that…Read more
An American Tragedy
An American Tragedy Written By: Joe Citelli NSS-CDS Chairman On Christmas Day 2013 a father and son lost their lives while embarking on an ill thought out, poorly planned diving expedition to Eagles Nest Cave in Hernando County Florida. The 32 year old father and his 15 year old son ventured into what is considered an extremely advanced…Read more
Relocating a Lost Buddy
No one wants to exit the cave without their buddy — or, worse, not exit the cave because you did a lost-buddy search without paying sufficient attention to your own safety and well being. In this article, Safety Coordinator Jim Wyatt reviews the right way to conduct a lost-buddy search. When a cave diver loses…Read more


text:
Club Etiquette
- Details
- Last Updated on 29 July 2014
The club has a set of unwritten rules and guidelines to help ensure all players have an enjoyable night of badminton. As the club has doubled in size compared to recent years, it is becoming increasingly difficult to communicate with everyone the fundamentals on which the club is built. This brief guide aims to remind all players of the club's core values and the spirit in which we play the game.
Most of the guidelines are common courtesy, whilst others are specific to the badminton court. By adhering to the club's guidelines on etiquette, you will be helping us provide a safe, warm, and friendly environment for playing badminton.
- The number one rule is respect and consideration for other players. Treat others as how you would like to be treated. Under no circumstances shall a player subject anyone to abuse of any kind (be it verbal or physical). At the discretion of the committee, players who are found to be in breach of this rule will no longer be permitted to play.
- At times, you may be paired up with players less advanced than yourself. Look after them, offer help, and make them feel welcome on court. Remember, everyone has to start from somewhere and you were once a beginner too.
- Try not to complain about the games you have or have not been given. The committee members are all volunteers and are doing their best job scheduling games for 30-50 players at any one night. Any one of the committee members, and occasionally other club members, may be involved in making the games. We simply cannot keep track of each individual's playing preferences. If you aren't receiving a good mixture of games on a particular night, you may kindly bring it to the attention of the committee member who is making the next round of games.
- Avoid using foul language.
- If you arrive early whilst the nets, poles, and chairs are being set up, offer your assistance.
- Similarly if you are the last players at the club, please help put away the equipment and collect any remaining shuttlecocks left on the floor.
- To ensure everyone's safety, do not walk across the court whilst games are in progress. Walk around the court instead.
- Be aware of the safety guidelines by reviewing the club's indemnity form (that you should have already signed).
- Please leave the courts tidy. Take away or dispose of any rubbish you are responsible for.
- Introduce yourself to your partner if you have never met. You may optionally introduce yourself to your opponents, if practical.
- Follow the shuttlecock allocation system and do not take a shuttlecock allocated for another court.
- Never use a brand new shuttlecock for warming up.
- Toss the shuttlecock up to determine which side will serve.
- If your shuttlecock lands on another court, wait for a break in play before retrieving it.
- If you lose the point and the shuttlecock is on your side of the court, it is considered polite to fetch and return the shuttlecock to the opponent's court.
- After a game, thank everyone by giving them a high five or handshake. A high five is customary at the club.
- Help us keep the court clean by returning all used shuttlecocks to the front desk. If a shuttlecock can be re-used, return it to a committee member.
Line Calls
- Make fair line calls when the shuttlecock lands on your side of the court.
- The person nearest to the shuttlecock has the final decision and the call should not be disputed.
- If you are in doubt as to whether the shuttlecock is in or out, either call it in favour of your opponent or play a let.
- Importantly, respect and accept your opponent's calls - no matter how wrong it may be.
- If the shuttlecock hits the ceiling, it is considered a fault.
- You should play a let if the shuttlecock hits the lights, vents, or anything else below the ceiling.
Have Fun
- We encourage friendly competition and rivalries, but we place greater emphasis on having fun.
- Don't take things too seriously.
- Be gracious in victory and defeat.
- Smile and laugh often.


text:
What types of insurance work are "commoditized"—meaning everyone does it, so there's no competitive value in it—and thus ripe for more cloudy type platforms?
I had the chance to run these questions past Krish Khambadkone, client architect for Infogain, a global systems integrator involved in implementing solutions across the insurance industry.
Khambadkone says in the cloud examples he's seen, insurance front-end quoting functions have been the most likely candidates for cloud sourcing to external vendors. He cites one vendor in Southern California that operates a "hybrid cloud" specifically for such tasks, which serves a number of insurance companies. Which means the vendor hosts and runs the software, but the applications and server instances are dedicated to the clients, and not shared as publicly available services.
He adds that front-end quoting is a highly commoditized and routine function that lends itself to such approaches. "Processes involved in the issuance of a quote for many commonly issued policies, such as medical, auto, casualty, property are quite standard and follow a set pattern," Khambadkone explains. "Broadly speaking, it involves submission of questions, rating and pricing, underwriting, binding and quoting."
The cloud model lends itself well to applications in which workflows can be automated. "There is no more need for a human actuary to rate and price a quote," he points out. "These are achieved through straight-through processing; even the pricing is done using sophisticated pricing engines that use vast amounts of statistical data, algorithms and factors to arrive at the quote."
Khambadkone hits at something here. There has been quite a bit of uncertainty about cloud within the insurance industry, and it doesn't make sense to take those systems and processes that offer competitive advantage and hand them over to a third party. But there are those many commoditized and automatable processes in which the pains and expenses of maintenance and upgrades could be handed to someone else to worry about.
Visit InsuranceNetworking.com to comment.
Register or login for access to this item and much more
All Information Management content is archived after seven days.
Community members receive:
- All recent and archived articles
- Conference offers and updates
- A full menu of enewsletter options
- Web seminars, white papers, ebooks
Already have an account? Log In
Don't have an account? Register for Free Unlimited Access


text:
Subscribe to Intercom
To Subscribe
There are two ways to subscribe to Intercom. For information on online subscription see below. Alternatively, the membership secretary, Mr Ross Delmar, can be contacted at Veritas House, 7/8 Lower Abbey Street, Dublin 1, by telephone +353 (0)1 878 8177, and by email firstname.lastname@example.com.
Current subscribers can contact the membership secretary to gain full access to the website.


text:
Current date/time is Sun Aug 19, 2018 3:09 am
Viewing profile: Helios Tallon
All about Helios Tallon
- Posts :
- 256
- Posting Reputation :
- 26
- Age :
- 40
- Birthday :
- 1978-01-06
- Residence :
- Oakwood [Forest]
- Occupation :
- Catholic Priest - AOG
- Hometown :
- Barcelona, Spain
- Character Details :
- Height: 5'11''
Weight: Coming Soon...
Build: Reference 1 | Reference 2
Birthmarks: Coming Soon...
Scars: Coming Soon...
Freckles: Yes
Moles: A few.
Dimples: Yes, but they're only visible with specific facial expressions.
Hair Color: Black, some grey.
Eye Color: Very dark brown.
Skintone: Dark.
Please note, the text pictured on Helios' forearm tattoo example is not the official text in his tattoo. It's just an example to show the font, placement, and size of his forearm tattoos.
Piercings: No.
Style: Simple, with a splash of hipster, but it is completely unintentional. [I.E. he wears suspenders for practical reasons, not as a fashion statement.]
Scent: Some say they smell cinnamon, others coconut, and others mention general ''nutty'' scents coming from Helios.
Accent: Spanish
Spoken Languages: Spanish, English, Arabic, Portuguese, Japanese, German, French, Russian, and Chinese.
Tone of Voice: Coming Soon...
Pitch: Coming Soon...
Voice Ref: Coming Soon...
Demeanor: Coming Soon...
Army of God Information
Coming Soon...
Helios Tallon
Rank: Army of God; Chief


text: You are here: Home Airlift Northwest Payment Procedures Publishing Page Content In Right Rail Page ContentAirlift Northwest issues a bill within 48 hours after a patient is transported. If we have the necessary insurance information, we will bill the patient's insurance directly. If we do not have complete insurance information, we will send the patient a bill for service and ask the patient to provide additional information by completing a Request for Insurance and Authorization Form (PDF) If you would like to learn more about our Financial Assistance Program, visit uwmedicine.org/financialassistance. If you have any questions, please contact Patient Financial Services Department at 866.245.4373 Monday through Friday All aviation services, pilots and mechanics are provided by Air Methods Corporation or Aero Air. Publishing Page Content In Right Rail


text:
Thank you. Your inquiry has been received.
Lovely 1+ acre lot in the Virginia City Highlands. Great access on the paved road, power very close. Bring your horses or enjoy the wild ones that roam freely. Less than 20 min to 395/580. The time to buy land is now - it won't be a buyer's market forever!


text:
International Conference on BioSciences and Biotechnology10 04 2010
Theme: Biosciences and Biotechnology pave the way to a better life
Call for papers of the following fields:
- Food Science and Technology
- Biodiversity and Environmental Science
- Health Sciences
- Bio-Cultural Sciences
- Agricultural Sciences
Venue: Udayana University, Bali-Indonesia
Date: 23-24 September 2010
Keynote speakers:
- Prof. Dr. Berry Marshall (Australia)
- Prof. Dr. J. Sekiguchi (Japan)
- Prof. Dr. K. Kawakita (Japan)
- Prof. Dr. Acram Taji (Australia)
- Dr. Honkura (Japan)
Invited Speakers:
- Prof. Dr. M. Nozue (Japan)
- Prof. Dr. Timothy Hirst (Australia)
- Prof. Dr. Mitsuaki Ogata (Japan)
- Prof. Dr. H. Kandori (Japan)
- Prof. Dr. N. Ouzumi (Japan)
- Prof. Y. Tamai, Ph.D. (Hokkaido University, Japan)
- Prof. Dr. Masahiro Nogawa (Japan)
- Prof. Dr. K.U.Gollmer (Germany)
- Prof.Kei-ichiro Maeda, DVM., Ph.D. (Nagoya University, Japan)
- Prof.Paul Iji (UNE, Australia)
- Dr.Roger Hegarthy (Australia)
- Prof.Juliet R. Roberts, Ph.D. (UNE, Australia)
- Dr.R.Pym (Australia)
- Prof. Dr. Suharjono Triatmojo, MS. (Gajah Mada University, Indonesia)
- Prof.Dr.Ir.Ronny Rachman, M.Rur.Sc. (Institut Pertanian Bogor, Indonesia)
- Prof.Dr.Sunarpi, M.Sc. (Mataram University)
- Prof.Ir. IG.P.Wirawan, M.Sc., Ph.D. (Udayana University)
- Dr. I Nengah Sujaya, M.Agr.Sc. (Udayana University)
- Prof. Dr. Drh. I Nyoman Mantik Astawa (Udayana University)
- Prof. Dr. Drh. I Gusti Ngurah Kade Mahardika (Udayana University)
- Prof. I Made Mastika, Ph.D. (Udayana University)
Contact persons:
- Prof. Dr. Ir. I Nyoman Sutarpa Sutama, MS. (087 861 695 017), E-mail: sutarpastmnym[at]yahoo.com
- Yan Ramona, Ph.D (081 338 715 360), E-mail: yramona[at]utas.edu.au
- Yenni Ciawi, Ph.D. (081 337 976 576), E-mail: yenniciawi[at]yahoo.com
- I A Astarini, Ph.D. (081 337174 509), E-mail: idaastarini[at]yahoo.com
Abstract should be submitted to:
conference_bali[at]yahoo.com before 24th August 2010.
Accepted abstracts will be announced on 31th August 2010
Conference fee:
– Rp.400.000,- before 24th August 2010
– Rp.500.000,- after 24th August 2010
Cancellation fee will be refunded 75% before 24th August 2010 and 50% before 31st August 2010. No refund can be made after 31st August 2010.
Source: http://www.unud.ac.id/international/international-conference-in-biosciences-biochemistry-and-biotechnology.html


text:
Jamia Nagar, Delhi
Course ID: 23771
Jamia Nagar, Delhi
Students Interested 0 (Seats Left 0)
Not decided yet.
M.tech (C.S.E.)
5 Years of Experience
Ask a Question
Students Interested 0 (Seats Left 0)
Connect With Syed
You have reached a limit!
We only allow 20 Tutor contacts under a category. Please send us an email at email@example.com for contacting more Tutors.
Further Information Received
Thank you for providing more information about your requirement. You will hear back soon from the trainer


text:
The University of Kent is seeking two highly motivated and ambitious PhD candidates to work within the area of Quantitative Social Sciences. The successful candidates will join the exciting new research community of the Eastern Area Research Consortium (E-ARC) which unites Kent with the Universities of East Anglia and Essex as a significant new force in research collaboration and training.
We are looking to recruit students with a strong research proposal using quantitative methods or mixed methods in the following two areas.
The two successful candidates will work with both academics at Kent whilst being placed in a privileged position to network with academics and postgraduate researchers from across the three research intensive universities. Provision will be made for the appointment of additional supervisors from Essex or East Anglia as appropriate and for students to take advantage of research expertise and training offered across all partner institutions. Candidates will play a significant role in supporting the development of the E-ARC. The two fully funded PhD studentships offer equivalent funding to a RCUK studentship (i.e. tuition fees (at the home/EU rate), a stipend and research training support grant).
Candidates interested in applying for the Kent Eastern ARC Scholarships should make contact with potential supervisors at the University of Kent. Academic enquiries should be sent to Dr. Heejung Chung (firstname.lastname@example.com).
Closing Date for Applications: Friday 30 January 2015. If you are interested in applying for an Eastern ARC PhD Studentship, please apply on-line and indicate that you are seeking Eastern ARC studentship funding.
For more follow this link
For other PhD fellowship opportunities across the Eastern ARC institutions follow this link
News >


text:
One of the Telugu Big Boss finalists Hari Teja had got a big offer. Reports says she has been offered Anchor role in the highest rated ETV programme – Jabardasth.
Though it was not clear whether Hari Teja will replace one of the existing Anchors – Anasuya or Reshmi, news is doing rounds that Hari Teja will Anchor some episodes initially.
Reports says the Jabardasth programme owner Mallemala Production already entered agreement with the Big Boss finalists with hefty package. Hari Teja has emerged celebrity on silver and small screen after she rocked the reality show with her natural performance.


text:
News Release
|<< Back
Fastenal Company Reports 2008 First Quarter Earnings
WINONA, Minn., April 11, 2008 /PRNewswire-FirstCall via COMTEX News Network/ -- The Fastenal Company of Winona, MN (Nasdaq: FAST) reported the results of the quarter ended March 31, 2008. Unless otherwise noted, dollar amounts are in thousands.
Net sales for the three-month period ended March 31, 2008 totaled $566,210, an increase of 15.8% over net sales of $489,157 in the first quarter of 2007. Net earnings increased from $54,033 in the first quarter of 2007 to $68,094 in the first quarter of 2008, an increase of 26.0%. Basic and diluted earnings per share increased from $.36 to $.46 for the comparable periods.
During the first quarter of 2008, Fastenal opened 53 new stores (Fastenal opened 73 new sites in the first quarter of 2007). These 53 new stores represent an increase of 2.5% since December 31, 2007. (We had 2,160 stores on December 31, 2007.) There were 12,535 total employees as of March 31, 2008, an increase of 4.3% from December 31, 2007 and 15.3% from March 31, 2007.
Note - Daily sales are defined as the sales for the month divided by the number of business days in the month.
Stores opened greater than five years - The impact of the economy, over time, is best reflected in the growth performance of our stores opened greater than five years (store sites opened as follows: 2008 group - opened 2003 and earlier, 2007 group - opened 2002 and earlier, and 2006 group - opened 2001 and earlier). This store group is more cyclical due to the increased market share they enjoy in their local markets. During each of the twelve months in 2006 and 2007, and the first three months of 2008, the stores opened greater than five years had daily sales growth rates of (compared to the comparable month in the preceding year):
Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. 2006 13.9% 11.9% 10.8% 9.1% 9.6% 10.7% 9.9% 11.2% 8.1% 8.5% 8.0% 9.6% 2007 4.8% 3.8% 7.8% 4.5% 5.4% 6.2% 6.1% 5.3% 6.3% 6.3% 7.9% 9.6% 2008 8.9% 8.8% 9.9%
Stores opened greater than two years - Our stores opened greater than two years (store sites opened as follows: 2008 group - opened 2006 and earlier, 2007 group - opened 2005 and earlier, and 2006 group - opened 2004 and earlier) represent a consistent same-store view of our business. During each of the twelve months in 2006 and 2007, and the first three months of 2008, the stores opened greater than two years had daily sales growth rates of (compared to the comparable month in the preceding year):
Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. 2006 17.8% 15.0% 14.6% 12.3% 12.5% 14.0% 12.8% 13.9% 9.2% 9.0% 9.4% 10.9% 2007 7.3% 6.0% 9.4% 5.5% 6.7% 7.2% 6.5% 5.9% 6.8% 7.6% 8.8% 10.9% 2008 12.0% 11.1% 12.5% All company sales - During each of the twelve months in 2006 and 2007, and the first three months of 2008, all the selling locations combined had daily sales growth rates of (compared to the comparable month in the preceding year): Jan. Feb. Mar. Apr. May June 2006 23.9% 21.3% 21.1% 19.1% 19.2% 20.6% 2007 12.6% 11.8% 15.5% 12.0% 13.2% 14.8% 2008 15.6% 15.0% 16.9% July Aug. Sept. Oct. Nov. Dec. 2006 19.7% 20.7% 16.1% 15.9% 16.3% 17.7% 2007 13.9% 13.4% 13.7% 14.7% 15.2% 16.8%
The strong growth in the January 2006 to March 2006 time frame generally represents a continuation of the strong environments experienced in 2004 and 2005. The first two months of the second quarter of 2006 experienced weaker sales growth than we expected. The April 2006 growth was negatively impacted by Easter (which occurred in March during 2005), but was still weaker than we expected. The June to August 2006 time frame represents stronger sales activity than the preceding two to three month period. The daily sales growth amount in September 2006 appears weaker due to the difficult comparison with Hurricane Katrina's added sales in September 2005 (approximately $4,000 impact); however, the increase in our daily sales number from August 2006 to September 2006, of 4.1%, is consistent with historical norms. The final three months of 2006 continued in the same variable fashion as the previous six months. The October growth number was negatively impacted by the difficult comparison with Hurricane Katrina's added sales in October 2005 (approximately $1,500 impact). The months of November and December 2006, like the months of April and May 2006, were weaker than expected. The first five months of 2007 continued the trend of a weak economic environment as experienced during 2006 (as described above). The month of March 2007 improved relative to January and February 2007. The month of June 2007 improved relative to April and May 2007. The June improvement was meaningful as it came in a month with fairly challenging comparisons from 2006. Unfortunately, the strength in June moderated in the third quarter. This pulled our daily sales growth rate from the 14.8% in June to 13.5% in the third quarter of 2007. This moderation reflected a continuation of the weaker economic environment experienced in four of the first five months of the year. The final three months of 2007 continued in the same variable fashion as the previous nine months but showed consistent improvement from the third quarter daily sales growth rate of 13.7%. This improvement remained in the first three months of 2008. We believe the improvement in the final months of 2007 and the first three months of 2008 were driven, in part, by our 'pathway to profit' initiative described below.
During April 2007 we disclosed our intention to alter the growth drivers of our business. For most of the last decade, we have used store openings as the primary growth driver of our business (opening approximately 14% new stores each year). As announced in April 2007, we intend to add outside sales personnel into existing stores at a faster rate than historical patterns. We intend to fund this sales force expansion with the occupancy savings generated by opening stores at the rate of 7% to 10% per year (we opened approximately 8.1% new stores in 2007 or 161 stores) versus the historical rate of approximately 14%. Our goal is four-fold: (1) to continue growing our business at a similar rate with the new outside sales investment model, (2) to grow the sales of our average store to $125 thousand per month five years from 2007, or 2012, (3) to enhance the profitability of the overall business by capturing the natural expense leverage that has historically occurred in our existing stores as their sales grow, and (4) to improve the performance of our business due to the more efficient use of working capital (primarily inventory) as our average store size increases.
Store Count and Full-Time Equivalent (FTE) Headcount Growth - In response to the 'pathway to profit', we have increased our year-over-year store count and FTE head count as follows:
March December September June March 2008 2007 2007 2007 2007 Store count 6.8% 8.1% 9.7% 12.5% 13.4% Store personnel - FTE 18.5% 18.8% 18.4% 13.7% 13.0% Distribution and 10.9% 7.7% 12.8% 9.2% 8.9% manufacturing personnel- FTE Administrative and sales (5.9)% 1.5% 2.1% 4.4% 15.2% support personnel- FTE Total - FTE 13.5% 14.1% 15.0% 11.5% 12.5%
Store Size and Profitability - Approximately 90% and 91% of our sales in the first quarter of 2008 and 2007, respectively, were generated by our stores included in the table set forth below. Our remaining sales related to (1) our in-plant locations, (2) our direct Fastenal Cold Heading business, or (3) our direct import business. Our average store, excluding the business not sold through a store, had sales of $71,600 per month in the first quarter of 2007. This average grew to $76,800 per month in the first quarter of 2008. The average age, number of stores and pre-tax margin data by store size for the first quarter of 2008 and 2007, respectively, was as follows:
Three months ended March 31, 2008 Average Number Pre-Tax Age of Percentage Margin Sales per Month (Years) Stores of Stores Percentage $0 to 30,000 2.6 384 17.3% (20.2)% $30,001 to 60,000 5.2 718 32.4% 10.3% $60,001 to 100,000 7.8 555 25.1% 20.9% $100,001 to $150,000 10.1 342 15.5% 25.4% Over $150,000 13.3 214 9.7% 27.4% Total 2,213 100.0% Three months ended March 31, 2007 Average Number Pre-Tax Age of Percentage Margin Sales per Month (Years) Stores of Stores Percentage $0 to 30,000 1.9 428 20.6% (22.0)% $30,001 to 60,000 5.0 664 32.0% 10.9% $60,001 to 100,000 7.5 493 23.8% 20.7% $100,001 to $150,000 9.6 307 14.8% 23.8% Over $150,000 13.6 181 8.7% 25.7% Total 2,073 100.0% Note - Amounts may not foot due to rounding difference.
As we indicated in April 2007, our goal over the next five years is to increase the sales of our average store to approximately $125,000 per month by 2012. This will shift the store mix emphasis from the first three categories ($0 to $30,000, $30,001 to $60,000, and $60,001 to $100,000) to the last three categories ($60,001 to 100,000, $100,001 to $150,000, and over $150,000), and we believe will allow us to leverage our fixed cost and increase our overall productivity.
Note - Dollar amounts in this section were presented in whole dollars, not thousands.
Rising fuel prices negatively impacted the year ended December 31, 2007 and the first quarter of 2008. During the first quarter of 2007, our total vehicle fuel costs averaged approximately $2.1 million per month. During the first quarter of 2008, our total vehicle fuel costs averaged approximately $2.9 million per month. The increase resulted from variations in fuel costs, the freight initiative discussed below, increases in product sales, and the increase in the number of vehicles necessary to support additional sales personnel and to support additional store locations. These fuel costs include the fuel utilized in our distribution vehicles (semi-tractors, straight trucks, and sprinter trucks) which is recorded in cost of goods and the fuel utilized in our store delivery vehicles which is included in operating and administrative expenses (the split is approximately 50:50 between distribution and store use).
In 2005, we introduced our new freight model as a means to continue to improve our operating performance. The freight model represents a focused effort to haul a higher percentage of our products utilizing the Fastenal trucking network (which operates at a substantial savings to external service providers because of our ability to leverage our existing routes) and to charge freight more consistently in our various operating units. This initiative positively impacted the latter two-thirds of 2005, all of 2006, all of 2007, and the first three months of 2008 despite the changes in average per gallon fuel costs shown in the following table:
2007 - Quarter 2008 - Quarter 1st 2nd 3rd 4th 1st 2nd 3rd 4th Diesel fuel $2.59 2.85 2.94 3.25 $3.47 Unleaded gasoline $2.31 2.96 2.86 2.92 $3.07
The price of a gallon of diesel fuel and unleaded gasoline increased by 34.0% and 32.9%, respectively, from the first quarter of 2007 to first quarter of 2008. Given the nature of our distribution business, these fluctuations in fuel prices can have a meaningful impact on our results. This impact is also covered later in our discussion about gross margin and operating and administrative expenses.
STATEMENT OF EARNINGS INFORMATION (percentage of net sales): Three Months Ended March 31 2008 2007 Net sales 100.0% 100.0% Gross profit margin 52.4% 51.0% Operating and administrative expenses 32.9% 32.9% Loss on sale of property and equipment 0.0% 0.0% Operating income 19.4% 18.1% Interest income (expense), net 0.0% 0.0% Earnings before income taxes 19.4% 18.1% Note - Amounts may not foot due to rounding difference.
Gross profit margins for the first quarter of 2008 increased over the same period in 2007. The improvement was driven by several factors: (1) a focused effort to challenge our sales force to increase the gross margin on business with a lower than acceptable margin, (2) a focused effort to stay ahead of inflationary increases in product cost, (3) improvements in our direct sourcing operations and (4) continued focus on our freight initiative (discussed earlier). The rising fuel costs discussed earlier had only a nominal negative impact on our gross margin in the first quarter of 2008 because of item (4). This impact could prove more challenging if fuel costs continue to increase.
Operating and administrative expenses grew at a rate consistent with net sales in the first three months of 2008. As noted in the 'pathway to profit' discussion earlier in this release, we expect to see operating and administrative expenses grow at a rate slower than sales growth due to the added leverage that occurs as the size of our average store increases. On a positive note, we were able to leverage our occupancy costs for the first time since earlier in the decade. Occupancy expenses grew approximately 10.9% in the first quarter of 2008. This leverage was due to the decrease in store openings pursuant to our 'pathway to profit' initiative.
As we have noted in the past, almost 70% of our operating and administrative expenses consist of payroll and payroll related costs. Our employee head count (measured on a full-time equivalent basis) increased 13.5% from March 2007 to March 2008. However, our payroll costs increased approximately 16.9% and did not leverage. This de-leverage occurred because the commission and bonus component of payroll grew approximately 20.5% from the first quarter of 2007 to the first quarter of 2008 (this was driven at the store and district level). Our employees are rewarded for growth in gross profit dollars and pre-tax earnings. The gross profit margin expansion discussed earlier drove this reward faster than sales growth. The other component of operating and administrative expenses that experienced meaningful de-leverage was transportation cost. These costs grew approximately 27.3%, primarily driven by the increase in fuel costs discussed earlier and by the increase in the number of vehicles needed to support an expanded sales force.
The operating and administrative expenses for the three months of 2008 include $673 of additional compensation expense related to the adoption of new stock option accounting rules. This expense relates to options granted in April 2007. We anticipate these options, which vest in five to eight years, will result in compensation expense of approximately $224 per month for the next five years; and dropping slightly in the remaining period. No other stock based compensation was outstanding during these periods.
Income taxes, as a percentage of earnings before income taxes, were approximately 38.2% and 39.1% for the first quarter of 2008 and 2007, respectively. During the first quarter of 2007, we implemented FASB Interpretation No. 48, Accounting for Uncertainty in Income Taxes (FIN No. 48). As defined in FIN No. 48, we had a discrete event during the first quarter of 2007 which resulted in recognition of approximately $827 of additional tax. Absent this event, our tax rate would have been 38.2% for the first quarter of 2007. This rate fluctuates over time based on the income tax rates in the various jurisdictions in which we operate, and based on the level of profits in those jurisdictions.
The year-over-year dollar and percentage growth related to accounts receivable and inventories were as follows:
Twelve Month Twelve Month Dollar Change Percentage Balance at Change Year-over- March 31, March 31, March 31, year change 2008 2007 2008 2007 2008 2007 Accounts receivable, net $273,360 238,657 $34,703 26,140 14.5% 12.3% Inventories $494,360 446,192 $48,168 75,097 10.8% 20.2%
These two assets were impacted by our initiatives to improve working capital. These initiatives include (1) the establishment of a centralized call center to facilitate accounts receivable management (this facility became operational early in 2005) and (2) the tight management of all inventory amounts not identified as either expected store inventory, new expanded inventory, inventory necessary for upcoming store openings, or inventory necessary for our 'master stocking hub'.
The accounts receivable increase of 12.3% from March 31, 2006 to March 31, 2007 represents a lag behind the daily sales increase of 15.5% in March 2007. The accounts receivable increase of 14.5% from March 31, 2007 to March 31, 2008 also represents a lag behind the 16.9% daily sales increase in March 2008. We continue to be pleased with the improvement in accounts receivable during 2007 and 2008, and with the related reduction in bad debt expense when compared to historical amounts.
The inventory increase from March 31, 2006 to March 31, 2007 of 20.2% is greater than the rate of sales growth of 13.3% from the first quarter of 2006 to the first quarter of 2007. The inventory increase from March 31, 2007 to March 31, 2008 of 10.8% is less than the rate of sales growth of 15.8% from the first quarter of 2007 to the first quarter of 2008. This improvement relates to our conscious decision to limit the growth of inventory in the future, to halt growth or decrease inventory in the short-term, to stock additional products in our Indianapolis, Indiana distribution center, and then to resize the existing store and distribution center inventory through a process we call inventory re-distribution.
As we indicated in earlier communications, our short-term goals center on our ability to move the ratio of annual sales to accounts receivable and inventory (Annual Sales: AR&I) back to better than a 3.0:1 ratio (on December 31, 2007, 2006, and 2005, we had a ratio of 2.8:1, 2.7:1 and 2.8:1, respectively). Historically, we have been able to achieve a 20% after tax return on total assets (our historical internal goal) when our Annual Sales: AR&I ratio is at or above 3.0:1. During 2006, the incremental investments did not allow us to improve our ratio (these investments include certain store upgrades and the implementation of our 'master stocking hub' model). In 2007, we made considerable improvement as detailed above. We need to continue executing better on the inventory portion of these working capital initiatives in 2008. Please refer to our discussion on 'pathway to profit' earlier.
As indicated in our 2007 Annual Report, we intend to focus our 2008 commentary away from the four initiatives discussed in earlier communications (new freight model, working capital model, expanded store model called CSP2, and 'master stocking hub' distribution model); instead we will focus our commentary on the 'pathway to profit'. Some key aspects we intend to disclose center on the full-time equivalent statistics shown above, as well as information on the productivity of our outside sales personnel; the latter being information we intend to start disclosing after the second quarter when we are one year into the 'pathway to profit' which began in the spring of 2007.
On April 15, 2008, we will be holding our Annual Meeting of Shareholders at our offices at 2001 Theurer Boulevard, Winona, Minnesota. The meeting will also be available via webcast from 10:00AM Central time until the conclusion of the meeting. To access the webcast, please go to the Fastenal Company Investor Relations Website at investor.fastenal.com .
Additional information regarding certain Fastenal Company statistics for the current quarter is available on the Fastenal Company World Wide Web site at www.fastenal.com. The Company discloses sales and store information on a monthly basis. This information is posted at http://www.fastenal.com on the third business day following the end of the first two months of a quarter and simultaneous with the earnings release following the third month of a quarter. This press release contains statements that are not historical in nature and that are intended to be, and are hereby identified as, "forward looking statements" as defined in the Private Securities Litigation Reform Act of 1995, including statements regarding (1) working capital goals and expected returns on total assets when working capital is appropriately managed, (2) the outcome of our new long term growth strategy 'pathway to profit', including planned decreases in the rate of new store openings, planned additions to our outside sales personnel, the expected funding of such additions out of cost savings resulting from the slowing of the rate of new store openings, the growth in average store sales expected to result from this strategy, and out ability to capture leverage expected to result from this strategy (including expected working capital efficiencies), and (3) the expected amount of future compensation expense resulting from stock options. A change in the economy, from that currently being experienced, could cause the store openings to change from that expected, and could impact the rate at which additional outside sales personnel are added, our ability to grow average store sales and our ability to capture leverage. A change from that projected in the number of markets able to support future store sites, the success of the additional outside sales personnel, and our ability to attract and retain qualified sales personnel could impact sales and the rate of store openings. Our ability to successfully change our sales process could adversely impact our ability to grow average store sales. A change in accounting for stock based compensation or the assumptions used could change the amount of stock based compensation recognized. A change in accounts receivable collections, a change in the economy from that currently being experienced, a change in buying patterns, or a change in vendor production lead times could cause us to fail to attain our goals regarding working capital (including inventory) and rates of return on assets. A discussion of other risks and uncertainties is included in the Company's 2007 annual report on Form 10-K under the section captioned "Risk Factors" and the Company's 2007 annual report to shareholders under the section captioned "Management's Discussion and Analysis of Financial Condition and Results of Operations". FAST-E
FASTENAL COMPANY AND SUBSIDIARIES Consolidated Balance Sheets (Amounts in thousands except share information) (Unaudited) March 31, December 31, Assets 2008 2007 Current assets: Cash and cash equivalents $75,212 57,220 Marketable securities 207 159 Trade accounts receivable, net of allowance for doubtful accounts of $2,229 and $2,265, respectively 273,360 236,331 Inventories 494,360 504,592 Deferred income tax assets 14,702 14,702 Other current assets 60,534 67,767 Total current assets 918,375 880,771 Marketable securities 1,924 1,950 Property and equipment, less accumulated depreciation 298,553 276,627 Other assets, less accumulated amortization 3,723 3,713 Total assets $1,222,575 1,163,061 Liabilities and Stockholders' Equity Current liabilities: Accounts payable $59,573 55,353 Accrued expenses 66,690 75,565 Income taxes payable 40,851 6,873 Total current liabilities 167,114 137,791 Deferred income tax liabilities 15,109 15,109 Stockholders' equity: Preferred stock, 5,000,000 shares authorized - - Common stock, 200,000,000 shares authorized, 149,120,712 shares issued and outstanding, respectively 1,491 1,491 Additional paid-in capital 900 227 Retained earnings 1,026,864 996,050 Accumulated other comprehensive income 11,097 12,393 Total stockholders' equity 1,040,352 1,010,161 Total liabilities and stockholders' equity $1,222,575 1,163,061 FASTENAL COMPANY AND SUBSIDIARIES Consolidated Statements of Earnings (Amounts in thousands except earnings per share) (Unaudited) Three months ended March 31, 2008 2007 Net sales $566,210 489,157 Cost of sales 269,580 239,642 Gross profit 296,630 249,515 Operating and administrative expenses 186,562 160,851 Loss on sale of property and equipment 104 115 Operating income 109,964 88,549 Interest income 221 222 Earnings before income taxes 110,185 88,771 Income tax expense 42,091 34,738 Net earnings $68,094 54,033 Basic and diluted net earnings per share $0.46 0.36 Basic weighted average shares outstanding 149,121 151,179 Diluted weighted average shares outstanding 149,121 151,179 FASTENAL COMPANY AND SUBSIDIARIES Consolidated Statements of Cash Flows (Amounts in thousands) (Unaudited) Three months ended March 31, 2008 2007 Cash flows from operating activities: Net earnings $68,094 54,033 Adjustments to reconcile net earnings to net cash provided by operating activities: Depreciation of property and equipment 9,524 9,226 Loss on sale of property and equipment 104 115 Bad debt expense 1,895 1,516 Stock based compensation 673 - Amortization of non-compete agreement 17 17 Changes in operating assets and liabilities: Trade accounts receivable (38,924) (30,641) Inventories 10,232 9,805 Other current assets 7,233 3,316 Accounts payable 4,220 3,443 Accrued expenses (8,875) 376 Income taxes payable 33,978 32,362 Other (1,435) 887 Net cash provided by operating activities 86,736 84,455 Cash flows from investing activities: Purchase of property and equipment (32,641) (12,697) Proceeds from sale of property and equipment 1,087 1,484 Net (increase) decrease in marketable securities (22) 1,837 Increase in other assets (27) (106) Net cash used in investing activities (31,603) (9,482) Cash flows from financing activities: Purchase of common stock - (3,435) Payment of dividends (37,280) (31,584) Net cash used in financing activities (37,280) (35,019) Effect of exchange rate changes on cash 139 88 Net increase in cash and cash equivalents 17,992 40,042 Cash and cash equivalents at beginning of period 57,220 19,346 Cash and cash equivalents at end of period $75,212 59,388 Supplemental disclosure of cash flow information: Cash paid during each period for: Income taxes $8,113 2,376
SOURCE The Fastenal Company
Copyright (C) 2008 PR Newswire. All rights reserved
News Provided by COMTEX


text:
10 Must-See Spots During the Swatch Beach Volleyball Major Series
The Swatch Major Series opened their 2017 FIVB World Tour calendar in our very own backyard on Tuesday—Fort Lauderdale Beach! Receiving international media attention, this beach volleyball tournament will pair the world's greatest players for a chance at the grand prize of $600,000!
Here at 10 must-see spots within minutes of this incredible tournament!
1. B Ocean Resort – Wreck Bar Mermaid Show
Located right on Ft. Lauderdale Beach, and shaped to resemble a large ship built in the 1950's, the B Ocean Resort (originally the Yankee Clipper Hotel) is an interesting attraction. Inside, you will find the Wreck Bar, an oasis of nautical kitsch resembling the interior of a shipwrecked Spanish Galleon, complete with aquariums and briny decor throughout. Then there is also an extra bonus--large portholes that look into the hotel's pool from behind the bar. Friday and Saturday evenings 6:30 (and 9:30 PM for 21 and over), a live "Mermaid" and Aqua-dancer named MeduSirena and her "Pod" of "Aquaticats" swim past the portholes in the 'MeduSirena Swimshow', offering patrons a view of a more unusual Florida aquatic species.
2. Burlock Coast in The Ritz-Carlton
Burlock Coast Seafare & Spirits is the newest restaurant and bar in the heart of Fort Lauderdale. Nuanced by modern-coastal fare with a distinctly local undercurrent, Burlock Coast is an innovative restaurant-café-market-bar that channels the creativity of Prohibition era rumrunners. Its irreverent spirit, buzzing atmosphere, and firm focus on bringing hotel guests and neighborhood locals an unprecedented food and beverage experience make it a standout among restaurants and cocktail bars in the Fort Lauderdale area.
3. Casablanca Café
Known for its charming atmosphere, this trendy and popular eatery blends old and new to enhance the beauty of Fort Lauderdale's beach! Savor an array of unique and impeccably prepared flavors of American and Mediterranean specialties at Casablanca Cafe. Their world class cuisine and romantic Mediterranean ambiance make it a favored and anticipated destination. Experience an intimate meal inside the inviting dining rooms or enjoy the soft breezes as you dine at a scenic ocean view table on the patio of this beautifully restored historic home.
4. Fort Lauderdale Water Taxi
The Fort Lauderdale Water Taxi is one of the best ways to see the city! See sights that you would never see from land as you cruise along Fort Lauderdale's world famous waterways. You'll see gorgeous mansions and magnificent yachts along over a dozen stops between Fort Lauderdale and Hollywood. Your ticket allows all day on-and-off from any of the stops so you can sample the variety of restaurants, shops, attractions, and beaches.
Get your tickets now: http://watertaxi.com/store/
5. LuLu's Bait Shack
Founded on Cajun cuisine and Mardi Gras morals, Lulu's Bait Shack brings only the best of the bayou to Ft. Lauderdale, Florida. They've made a home right in the sand of Beach Place, surrounded by palm trees and ocean views. Guests can feel the salty breeze and enjoy their cocktail in a coconut as they order from the New Orleans menu selections and Raw Bar.
Relax over the weekend by sipping on one of their Famous Fishbowls or take advantage of the 4-7pm weekday Happy Hour specials.
6. Cafe Del Mar
An eclectic setting on all fronts, Cafe Del Mar is truly a place that stirs all the senses. Mediterranean in style with an Italian flair, the extensive menu features a variety of fresh seafood and pasta dishes, prime steaks and chops, homemade soups, entree salads and daily specials offering a traditional taste of Italy as prepared daily by their Executive Chef.
When the sun goes down, Cafe Del Mar heats up with some of the best live music and entertainers on the oceanfront mainstage. Pull up a seat at the bar or grab a table for dinner and delight in stellar sounds of flamenco guitar, latin, jazz, pop tracks and blues.
7. Stache Drinking Den + Coffee Bar
Stache Drinking Den + Coffee Bar is Ft Lauderdale's premier cocktail lounge, coffee bar, nightclub & concert hall celebrating the art of mixology. Let their bartenders excite your senses with one of the signature cocktails or one of the classics. Enjoy live entertainment, burlesque/cabaret shows, bands and DJ's. Stache is sure to give you and your guests a once in a lifetime experience of sight, sound and taste. Now Serving Panther Coffee and Seven Seas Teas Mon – Friday from 7am-5pm.
8. Hooters of Fort Lauderdale
This casual beach-themed establishment features music, sports on large flat screens and a menu that includes seafood, sandwiches, salads and, of course, Hooters original chicken wings. The "nearly-world-famous" Hooters Girls are the cornerstone of the Hooters concept. Hooters of Fort Lauderdale is surrounded by multiple parking options, including street, valet and a lot. Bicyclists will also find convenient spots to lock their bikes.
9. Jungle Queen Riverboat
The Jungle Queen Riverboat offers daily 90-minute cruises and 3-hour sightseeing cruises. The 3-hour cruise visits Jungle Queen's tropical isle featuring an alligator exhibit, exotic birds, and much more! The night cruise to the tropical isle features an all you can eat BBQ rib, chicken, and shrimp dinner and variety show. Over 18 million people from all over the world have come to visit this incredible attraction, and now it's your turn!
Buy tickets now: https://ecart.junglequeen.com/
10. W Fort Lauderdale's Living Room
Be an insider and enjoy signature cocktails and light fare at the beachfront's hottest new it-spot, the Living Room. Lounge in sleek-yet-comfy décor and toast with fabulous cocktails as you enjoy prime people watching and smooth grooves from the DJ booth. Take it outside onto the terrace where perfect martinis and a tempting finger food menu are enjoyed overlooking the azure waters of the Atlantic.
Get to the Tournament - General Admission and VIP
Follow the SWATCH Major Series online at swatchmajorseries.com and on social media:
Facebook: SwatchBeachVolleyballMajorSeries
Twitter: @SwatchMajors
Instagram: @swatchmajorseries
#FTLMAJOR #SwatchMajorSeries
General admission is free for this incredible event and VIP tickets can be purchased here: https://us.swatchmajorseries.com/en/1100/vip-tickets-fort-lauderdale-major-2017


text:
Those of you who work with the construction and manufacturing sects may want to take note one in five working-age American men do not have a job. And though we dont like to generalize here at Accounting Tomorrow, we will admit, men are more likely to work in those industries.
According to an article by Shahien Nasiripour, only 80.3 percent of men age 25 to 54 had jobs in December the lowest since the Bureau of Labor Statistics started collecting that data in 1948 at which point the figure was 94.4 percent. When the recession began in December 2007, less than 13 percent of men in this age bracket were out of work.
The percentage of women age 25 to 54 who have work is also down, but not as dramatically, according to Nasiripour. Sixty-one percent of those women are employed, about the same as 1998. Women dominate the fields of education, health services and government. Growth is predicted for the health care and government sectors because of the aging population and recently-enacted stimulus programs to boost the economy.
The question is as these niches fall and prosper due to the economy, how will that affect your clients and your practice? And, what are you doing to prepare for a boom in business or to get paid by your struggling clients?


text:
Thomas C. Wendt
Damen Award Recipient: School of Continuing and Professional Studies
Mr. Thomas C. Wendt, BA '98
Thomas C. Wendt (BA '98) is a published legal educator passionate about helping others. He began his legal career 20 years ago as a volunteer paralegal at the Center for Disability & Elder Law (CDEL). After working in private practice for several years, he joined CDEL full time, serving first as a staff attorney and, since 2007, as its legal director. Wendt is active with the Chicago Bar Association (CBA) and the American Bar Association (ABA), and he is a member of the National Academy of Elder Law Attorneys.
Wendt is a contributing author to Wolter Kluwer's The Elder Law Portfolio Series. His first textbook was published in 2017. He also teaches paralegal studies at the City Colleges of Chicago. Wendt earned a bachelor's degree in English literature from Loyola University Chicago. He received his Juris Doctor from Chicago-Kent College of Law, where he served as the notes and comments editor for the Journal of International & Comparative Law.


text:
Native Trails
Save on Native Trails products at Wow In The Details. Hurry! Limited time offers. Offers valid only while supplies last.
Los Olivos 100% Pure Solid Hammered Tempered Copper Pitcher, 70 Fl. Oz.
In Stock
mpn: CPB382, ean: 0817315013959,
The elegant curve of the Los Olivos Copper Pitcher echoes the simple beauty of a flower bending in the wind or a wave poised to crash on the beach. Beautiful on its own, it can also be filled with flowers or used to hold utensils in the kitchen. Hand...
Viewing Page 1 of 1
Feel free to Browse Our Catalog.


text:
Assassin's Creed Syndicate is going to be an interesting and historical action-adventure game that is developed by Ubisoft. The developer plans an Assassin's Creed Syndicate release date for the game on October 23rd, 2015 for the Xbox One & PlayStation 4 video gaming consoles. Microsoft Windows users are also able to play this game on November 19th, 2015. In fact, it has become the 9th installment in the Assassins Creed series. Ubisoft, a (French Video Developer), has tried hard to include better graphics in this game. They also wanted to involve improved and better gaming mechanics during the gameplay.
The previous game, Assassin's Creed Unity was released back in 2014. This game was set in London 1868. Jacob and E.Frye are trying to fight against the Templars during the Industrial Revolution in the Victorian era. This game uses the 3rd person feature to explore the open world. The twins involved in new combat experiences as well as stealth fighting styles. Ubisoft has confirmed that Assassin's Creed Syndicate doesn't include a feature of multiplayer mode.
The Plot of Assassin's Creed Syndicate
During the industrial revolution in 1868, Jacob and Evie Frye find out a city ruled by the Templars. Both of the Monarchy and Church is losing their significance. Both of them were raised as Assassins. They have a major objective to take back the city. Assassin's Creed Syndicate actually becomes the first game in the series that includes a female playable character. In fact, you can switch to play different characters freely during the game. Assassin's Creed Syndicate will be released globally on October 23rd, 2015 for PlayStation 4 and Xbox One players. Then on November 19th, 2015 for PC players, there will be an exclusive Penny Dreadful Crimes included in the game.
Assassin's Creed Syndicate – The Game Play
Assassin's Creed Syndicate becomes the first game in the series where the main character can switch freely between two major protagonists (the twins). In fact, the game becomes the 1st in the series where you can play a female protagonist. The male protagonist is Jacob Frye. He's a hot-headed man who is able to fight well in close range combat. He has a twin sister namely Evie Frye. She has a unique stealth ability and good intelligence instincts. The main weapons in this game include the Kukri knife, brass knuckles, revolver, and many other weapons that will be available at your disposal.
There's an additional feature in this game that Assassin's Creed players will have full access to try out. You can enjoy it's new travelling system including trains and rope launchers. In Assassin's Creed Syndicate, the player is able to fight and perform parkour chases on moving carriages. The setting takes place in London, which is larger than Paris. There are 6 boroughs such as Strand, Westminster, City of London, Lambert, and the others. Unfortunately, we can play a multiplayer mode in this game. However, we can enjoy the minor operations in the game. These side tasks are included to resemble the fight against London's corrupt political power factions.
Assassin's Creed Syndicate – The Weapons
There will be many options of weapons to use in Assassin's Creed Syndicate. Both of the main characters can use different types of weapons. You can choose weapons such as air rifles, bayonets, blowpipes, bombs, bows, blunt weapons, blunderbusses, cannons, crossbow, firearms, fists, greek fire, guillotine gun, grenade launcher, heavy weapons, parasol gun, puckle gun, rope darts, swords, tank, tomahawks, and many others. There will be extreme weapons such as mines in this cinematic adventure game. The male protagonist loves to fight in close range so he will match with some weapons such as a dagger, fists, and more combat sequences will be available for the player. The female protagonist in the other hand will rely on her wits and stealth abilities. She tends to choose silent weapons.
Assassin's Creed Syndicate – The Killing Technique
Well, stealth becomes a common killing technique in Assassin's Creed Syndicate. You play a role as an Assassin in Assassin's Creed Syndicate. You can see the major differences in weapons compared to the old series of Assassin's Creed video games of the series. Previously, the main character uses a broadsword and a hammer. In the current game, the way to kill your enemies is much more simpler with a small dagger. You can also throw knives to kill enemies. The cane can even conceal a sword. During the game, it's important to build on your own friends. They will help you to take over the city and bring down the Templars who control London. Moreover, you can use any scattered objects as weapons as well as you progress through this game.
Assassin's Creed Syndicate – The Graphics
When it comes to comparing the graphics of Assassin's Creed Syndicate with other similar games, it has visual equity as Assassin's Creed Rouge and Assassin's Creed Unity. In fact, it's based on the same features and game engine. However, Assassin's Creed Syndicate has superiority features in the aspect of gaming graphics and animations. The cinematic Assassin's Creed Syndicate trailer and walkthrough video of this game is only the pre-footage. Overall, the common graphics may please the fans. The quality is good in minor details including reflections, conversation (lip movements), and a smooth transition from animation to the actual game play itself. Therefore, you will may enjoy its surreal graphic quality.
The Features in Assassin's Creed Syndicate
Mostly, Assassin's Creed Syndicate players are excited about how the game developer will involve the modern age tools to introduce new features in this game. There will be some features of Assassin's Creed Syndicate that will amuse the players. One of them is the ability to travel faster with horse carriages. It's more appealing to play the game with this feature. The carriages can be used more than transportation units, but they are useful to run over enemies. We can also hide inside the carriages, or even jump from one carriage to others carriages. Another interesting feature will be the rope launcher. It's so cool to use it over the roofs. Now this is a game that will be really fun to play.
Don't forget to check it out and let me know what your thoughts are on Assassin's Creed Syndicate in the comments section below.
- Purchase The PlayStation 3 Slim Or Keep The Long-lived PlayStation 3? - January 3, 2018
- The Top Ten Xbox 360 Games for Teens - January 1, 2018
- Dishonored – Final Ending / Ending Credits – Very Hard – Ghost – All Collectables – All Coins – PS3 - November 3, 2017
- Dishonored – Mission 9: The Light At The End – Very Hard – Ghost – All Collectables – All Coins – PS3 - November 2, 2017
- Dishonored – Mission 8: The Loyalists – Very Hard – Ghost – All Collectables – All Coins – PS3 - November 2, 2017